Strategic management

Do You Have Killer Goals?

July 26, 2018 By kwmccarthy

“You need to set goals.” In business and in life we’ve all heard those words. It is hard to argue with the advice. It seems so simple. Yet for all the talk of goal setting, how effective is it really?

Setting goals is an important aspect of the strategic planning process.

But it is part of a process, not the ends and means unto itself.

Several years ago the CEO of a multi-billion dollar publicly traded company hired me to help revive the business. As he said to me, “Kevin, we need a crusade. Something we can believe in that’s bigger than our day-to-day.”

During my on-site time at the company headquarters, I met with the Director of Worldwide Strategy. In gathering initial information, I asked this question: “What are your income and profit goals for this year?”

That’s normally not a challenging question. Except here I was met with the answer, “We don’t have any goals like that.” This was a stunning revelation to me. How could they not have goals?

I promise you that the point of this On-Purpose Business Minute is an endorsement for setting reasonable goals but within the context of a strategic planning process. In my client’s case, it had me wondering just what the heck the Director of Worldwide Strategy was doing. He wasn’t happy to see me show up in the first place and now this question ensured a sabotage was in the works. He won!

Setting goals in a new fiscal year is commonplace in most work settings.

It is the natural time of the year for reflection and planning so the new year can be better than the previous year. There’s a reason why, however, all those good intentions often fail to live up to expectations. Business can’t be run by numbers alone. Metrics have a role, but they’re the result of a strategic process, not the lead.

This form of “Management By Objectives” was made popular in the 1970s. However well intended it was, the execution of it fell to a minimalist “numbers only” approach. Unfortunately, that is an indication of under-performing management.

Goal setting — everyone uses it, right?

You know the routine. You show up at an organizational retreat for work, church, the PTA, a ministry, or some other group. After the introductions, the person with the agenda says it is time to set goals.

Suddenly a knot appears in your stomach. Something about this doesn’t feel just right. You go with it because goal setting seems so right … and yet so wrong. After an hour or so, the team comes up with a list of goals and everyone goes home satisfied that a great deal was accomplished. And it has, but you have this gnawing feeling that very little is really going to happen next.

Why, you wonder, is it so unsatisfactory? Why is the group so excited, yet you’re so worried? You understand that goals without a plan are merely imaginary—but still better than no goals at all! Regardless of whether the organization is falling short or falling flat on its face, it is failing to complete the strategic process. That means that someone in charge doesn’t really know what it means to lead an organization. Uh-oh—Killer Goals of the worst kind.

There are Good Killer Goals!

Here’s an example from when we were in active production of The On-Purpose Minutes. Our killer goal was to produce and post an original On-Purpose Minute every Tuesday and an On-Purpose Business Minute every Thursday.

Sounds easy enough, right?

Hold on for an On-Purpose Minute! Consider the creative thinking, planning, equipping, and many disciplines needed to meet this simple “killer goal.” I invested nearly a year in researching, experimenting, and learning what camera, lighting, and editing software to use. In the end, the technical and production stuff is actually the easy part.

The concepts and brand of the On-Purpose Minutes had to be conceived, developed, and tied to the business strategy of On-Purpose^®. An audience to reach had to be in mind. Finally, the content for each On-Purpose Minute had to be conceived, written, recorded, edited, posted, and embedded using YouTube.com and my blogging service.

Here’s one example where a Killer Goal with a clear purpose, plan, people, and process to support performance produced a video library of over 200 Minutes.

Avoid setting Killer Goals that kill the team.

Take your leadership and management duties seriously so your team can thrive and exceed its goals. Learn to think more deeply about the breadth and depth of the assignment.

The more you can talk about and plan early on, the better things will go for all involved.

Learn that the slow path to achieving your goals is almost always the sustainable and more profitable fast track for reaching your Killer Goals.

Be On-Purpose!

Kevin

Is Your Leadership Being Choked?

March 1, 2018 By kwmccarthy

As leaders, we’re prone to move from one task to the next with mental speed and insightful clarity.

Distractions, busyness, and just plain old bad habits have a way of gradually yet persistently working their way into our lives. Pretty soon we’re enslaved in activities and relationships that take us off-purpose.

In today’s On-Purpose Business Minute, I share a metaphor and lessons learned from a day of hard, back-breaking yard work and getting my hands dirty. As you can see, my mind was also hard at work.

As leaders, it is important that we get to the root of matters.

Paying attention to the details while still seeing the big picture isn’t always easy. Even if you’re not very good at both, at least be aware of the importance of both to avoid getting blind-sided. Surround yourself with complementary talent and trusted advisors so you grasp a greater perspective and insight into an important matter. This will free you to do more of what you do best more profitably.

No sense getting lost in the bushes and choked out of the beauty of how your business can bloom and grow.

Need some help with getting to the roots of your leadership? At On-Purpose Partners, we offer 1:1 executive and personal leadership coaching. Learn more here.

Is Your Career In The Midst of A Tough Shift? (part 2)

February 15, 2018 By kwmccarthy

Career Advice?

Early in my career a well-intended business person told me, “Keep your personal life and your business life separated.” At the time, I remember questioning that advice. Perhaps if I had pursued a career in Corporate America that Industrial Age advice might have served me well.

I ignored that advice and followed my heart with the guidance of my head.

Today, I wholeheartedly believe just the opposite is not only true but the healthiest approach to living life and having well-being in your person, work, and relationships.

I’ve been a business owner for over 50 years.

It started with selling candy on the school bus. I tended to eat my profits. My older brother did collections and my parents’ dental plan covered the cavities. Heading down and staying on a path of independent business ownership eventually led me to be in the business of helping clients integrate their work and life to be on-purpose. For over 25 years, I’ve been sharing that message with anyone who would listen. Today, the world is ready and hearing this message.

But what if your life feels compartmentalized, scattered, and struggling with a Tough Shift? Now what? The disintegration of life and work may be an effective (and necessary) survival tool for working ill-fitted jobs, but is dying better than thriving?

Integration of life and work is where it’s at.

On-Purpose can help you to live into your greater calling and find your happiness.

Put on-purpose business principles and planning to use in your personal and work life. As a business advisor my focus is principally on company growth through improving the business acumen and leadership capacity of the people within a well-defined business strategy. We help our clients create On-Purpose Business Plans. You can do the same for your career by creating a life and career plan, especially leveraging ONPURPOSE.me, the online 2-word purpose statement discovery tool.

Over the years, many a client has come to me seeking life and career advice.

Usually, the call comes when they’re in the midst of a tough shift—job loss or job dissatisfaction. Most of us struggle with time management, but that isn’t the underlying issue. We’re fighting financial worries, but that isn’t the true problem either. We’re trying to steady a shaken confidence, but that isn’t the problem.

The real problem is we haven’t identified what’s most important … really important–willing-to-pay-the-price-important.

We take on too much.
We spread ourselves thin.
We never develop our true strengths, passion, and purpose.

The idea of spreading our risks actually compounds it. Try excelling at something you’re not called to do. No amount of extra time, energy, and effort can produce a truly satisfying result. We’re simply off-purpose. What a waste!

If you find yourself in the midst of a tough shift, such as out of work, underemployed, on-the-fence about your future, or downright unhappy in your present job, then On-Purpose^® is a fun, workable process designed to free you to be true to who you are.

Here are some suggested resources:

Read The On-Purpose Person.
Run Want Lists and Tournaments to get very clear about what’s most immediately important. Use The Discovery Guide free preview.
Mary Tomlinson rocks as an On-Purpose Personal Leadership Coach
Hire a coach to help you. There are plenty of talented, capable “life coaches” available. Mary Tomlinson is delightfully exceptional at walking clients through the entire On-Purpose personal planning process using On-Purpose Peace. We also have other recommendations to On-Purpose Pros as life and career coaches.
Make appointments for your dream! If you don’t, no one else will. You’ll always be subject to fulfilling the dreams of others while your dream dissipates through the days spent instead of invested.

Go into this planning process with a focus on your life and you’ll come out with a life and career plan that informs your vocational aspirations.

Smooth out the tough shift and step your life into a higher gear—on-purpose!

Are You Doing Business By Design?

January 25, 2018 By kwmccarthy

Most start-up businesses begin with great intentions but are at risk of being haphazardly led with little to no regard for the founder’s spirit or original intent—even when the founder is still running the business! It is a costly loss of strategic advantage, employee and customer engagement, and business profits!

Some companies get it right and thrive. The Walt Disney Company’s 2-word purpose can be stated as Creating Happiness. They do a great job of living into that purpose.

Susceptibility

Most susceptible to this drifting from the founder’s spirit and intent are large organizations and institutions where work is highly fragmented across divisions and/or countries. Specialization must be paired with a sustainable corporate culture that honors and innovates upon the strengths of its past.

For example, did you know that universities and colleges such as Harvard, Yale, Princeton, and other Ivy League colleges were started as seminaries to train and equip ministers in the Christian faith? Today, these academic bastions of intellectualism and secularization are so far from their founders’ intent that their roots are obscured, if not outright ridiculed.

Candidly, most large businesses have lost a measure of their soul, and so they resort to conveying and communicating corporate values as the “fix” to the deeper loss of authenticity and congruency. When values need to be more codified and communicated than caught, then ethical business problems are predictably on the horizon.

Right behavior can be reinforced, but it can’t be legislated.

Hellegation™

Least susceptible to drift are micro-businesses or one-person entrepreneurs, freelancers, and such—provided they have clarified what matters most. Otherwise, they’re susceptible to the “chasing bright shiny objects syndrome.”

Solo owners face a different challenge, however. Founders of these SOHO (small office, home office) businesses are typically wearing far too many hats and are preoccupied with personally providing production, sales, and customer care. They’re easily caught in a vicious swirl of learning, working, and selling or overwhelmingly stuck in procrastination.

Fortunately, their passion to perform typically enables them to muscle through and deliver on a small scale basis. My term for this is Hellegation™—a condition where the solo owner has no one to delegate work to in order to be freed up to focus on more important matters to the health and well-being of the business, its customers, and society.

Years ago, I had a client who was starting an IT business. He got so lost in his software development, he soon forgot why he started a business. His intent was to help clients, employees, and his family, but he lost sight of the larger picture—becoming buried in the details. His strategic confusion produced a bewildering business design supported by a confused business infrastructure.

In my client’s case, lines of code were the means for creating value and making a contribution. He, however, got caught up in the making of money (financial profit) versus creating a profit for everyone (adding value). The true value of his business wasn’t code or cash but grounded in how his software improved the lives and productivity of his client companies and their customers.

By Design, On-Purpose

It sounds so basic, but the fundamentals of business really don’t change. Ultimately business is about people serving people. As today’s On-Purpose Business Minute encourages: do business by design. Clarity of purpose is your market advantage (or disadvantage if absent!). The difference from company to company is its business style, design, model, and infrastructure in alignment with its purpose, i.e. being on-purpose.

Any kind of plan or business plan for small businesses tends to be scarce. Who has the time to plan? or so the thinking goes. Understandably so because the plans are really not all that appropriate or useful in many businesses (see: What is the Purpose of a Business Plan?). Nonetheless, that doesn’t mean strategy and planning are useless and meaningless. They have a specific and powerful place in a company of any size.

(Special plug: A couple of years ago I met Jim Horan, creator of The One Page Business Plan. Here’s a great planning device for businesses of all sizes. It is, however, especially apropos for solo owners.) I also offer The Service Model as a similar but different way to analyze, build, and design your business. You can purchase instructions and a worksheet at The On-Purpose Shop.

Having a strategic context for building your business matters.

The On-Purpose Business Plan is a 9-minute video providing the essential steps to integrate the business design, plan, model, and infrastructure to reach and serve your customer base. This “map” of what’s needed is too often a missing perspective for those leading organizations. Admittedly, the agenda is full so connecting this many dots seems like busy work. In fact, it is vital business work to the development and growth of your team, culture, and business performance.

Regardless of whether you are an entrepreneur of a one-person show or the CEO of a billion-dollar business, as your business advisor and designer, you don’t call me until there’s a problem in the business that your team or you can’t fix yourselves. Your SWOT Analysis only takes you so far.

Stuck?

Let’s assume that you are competent at delivering your product or service, but the business isn’t growing. That means problems lie in the design of the business or the leadership or both! Conversations and conventional wisdom swirl around business infrastructure, business planning, and the business model, but it is like a fish swimming in water trying to see water—you won’t see it because you’re too close to the matter.

Times like this demand depth, not shallow manipulations of the status quo under the guise of change management. In the strategic depths of an organization, a slight adjustment in understanding, a tiny shift in strategy, or an orientation toward greater alignment ripple powerfully into positive results.

The simple articulation of a 2-word purpose statement is the tiniest of acts—but the most potent of all strategic initiatives.

Tweaking the fundamental design of the business is not for the faint of heart. Eventually, failure to do so will be manifest in every facet of the business … and that’s costly at every line item on the budget. Strategic business design can elevate the business to the next level of performance, profits, and expression of its purpose.

———

The On-Purpose Business Person provides a solid framework for any person at work to learn how to be strategic and to approach their work as a business owner. Click here or on the image to the right to purchase it for $16. It is also available on Kindle for $9.97.

Get The Service Model worksheet here!

Why Is My Business Struggling?

December 21, 2017 By kwmccarthy

Fortune 1000 company CEOs and small start-up business owners who have yet to make $1,000 often share the same problem—a business struggling to succeed. Economic conditions can definitely have an effect.

Many of the business challenges I see, however, are self-inflicted!

Business problems due to lack of sales revenue are most often addressed at the surface level—”We need a new website, lower prices, more salespeople, and so forth.” Sales and marketing are obvious places to look by the entrepreneur or even seasoned CEO.

Business solutions like these are where hordes of consultants and advisors earn their fees. Most often they are well earned and justified.

But wait—there’s more!

My experience as a business advisor for CEOs of multi-billion dollar companies and one person start-ups tells me that these tactical plans and approaches to problem businesses are often futile. It leaves the business struggling and focused on the wrong activities, even if well intended.

The culprit of many a business challenge lies below the surface.

If the basic business design, model, and plan have flaws then the entire business is off the mark. The larger the business, the more it lives within the corporate culture—for better or worse. Even a small defect at the core of the business can be expensive.

What To Do

Watch this video on The On-Purpose Business Plan. Invest 9 minutes right now. This will help you find undiscovered wealth within your business. As you’re watching ask yourself if your business has this kind of thinking and structure in place and developed. Better yet, ask yourself the value of it if you did have it in place. When you build your business on your purpose, then you’re capable of offering a full-bodied expression of your business instead of the typically tactical and anemic offerings of today.

If something is missing in your business … it is probably here!

2. Do This: STOP! = Start Thinking On-Purpose!

How to do that: Try this simple exercise. Write down your “truths” about your business. This could include your assumptions about your customers, the market conditions, what it takes to sell, the benefits and features of your product or service, costs, the quality of your team or delivery … you get the idea. Jot down what you hold as a reality or truth in your business. These are your assumptions and concepts.

Next, take your list to two or three people outside your industry and ask them to review the list and to tell you their take on your observations plus their thoughts and perceptions. Avoid defensiveness. Wear your R&D and market research hat and listen—don’t tell—and just ask.

Finally, interview a few customers or targeted prospects to learn if your truths are reality or simply impressions that constrain your business development and growth. Ponder it and then adjust accordingly!

Are You Thinking of Starting a Business?

November 30, 2017 By kwmccarthy

Economic tough times, job loss, greater expression, or the chance to be your own boss are just some of the reasons people start a business. The barriers to entry are relatively low and the opportunities for success often appear high.

The hurdles to success, however, are hidden at the start but invariably emerge. Be aware of what lies ahead and you increase your odds of winning.

Looking for some help with either starting or running your business?

On-Purpose Partners provides business advisory services. Our clients and customers have spanned from Founders and CEOs of Fortune 500 companies to wannabe entrepreneurs.

If your business is less than $2 million in sales, you can hire me to help you with our On-Purpose Executive Coaching.

Can’t afford much?

The On-Purpose Business Person is available in softcover or Kindle e-book.
The Service Model is an inexpensive tool to help you plan your business, anticipate what’s coming, and understand the relationships of one level of the business to the next. Order one, just one, because you can print more from the PDF.

Here’s the bottom line for your business start-up (or ongoing venture): invest the time to articulate your purpose, vision, missions, and values.

Until you know

who you are
why you are here
where you are going
and what’s important

you’re really at a major and costly strategic disadvantage.

When it comes to your small business start-up or ongoing enterprise, give yourself every advantage by being on-purpose.

What Is Your Cost of Poor Direction and Communication?

July 13, 2017 By kwmccarthy

At a client management roundtable I facilitated, the participants emphasized the lack of direction and communication. Their sentiments were echoed and validated by an employee survey. When asked to perform a financial assessment on the cost of poor communication and direction, within two minutes these leaders had calculated over $12 million in costs or 25% of the company’s gross revenues.

Is this high cost an exaggeration? Not at all. Their experience is typical.

Through the years I’ve invited clients to assess the cost of being off-purpose. Consistently, it is a breathtaking percentage of revenues. Here’s why: every line item on the financial statements is affected. The effect, however, is mostly indirect so the true cost is out of sight on the typical performance metrics.

Broadly insufficient direction and communication reflect on the top leaders. Experience tells me it isn’t that the top leaders won’t direct or communicate, it is that they don’t know what to communicate.

Direction and communication are deep strategic matters residing in the office of the CEO and C-suite.

Purpose, vision, missions, and values form the basis of core strategy that informs the business plan. Generalities instead of strategic clarity muddy direction and communication. When the leadership and management team are fuzzy, then the supervisory and frontline people are left guessing what to do.

Interestingly, those who “guess” better than most, get promoted. They imagine being in management will give them the opportunity to manage better than they were managed. In fact, they soon discover they’re just closer to the source of the problem and are even more exposed to the risks of managing through the mud. This can lead to a feeling of being squeezed between upper management and frontline workers.

On one hand, one wants to be loyal to their employer; yet, on the other hand, it is really hard to defend dumb policies and procedures with no basis of strategy or logic. In top management’s defense (to some degree), it is a fine line to walk between leading and managing versus dictating and micromanaging.

If you are the CEO, figure out your strategy and direction and commit yourself and your team to being true to it. Sell it consistently with great internal communication and reward right behaviors.

One of the great movie lines of all time comes from the movie Cool Hand Luke starring Paul Newman. The chain gang prison captain says to Luke after rendering a whipping on him, “What we’ve got here is … failure to communicate.” Watch Video.

Indeed, we do have … failure to communicate. Imagine being in my shoes and seeing huge gains and savings to be had in a business, yet the leader is out of the comfort of his or her experience or they assume they are communicating.

Expecting others to be mind readers is frustrating for everyone.

Purpose is the beginning of clarity in life and business. It pays big dividends to be on-purpose.

Creating Customer Service Excellence?

June 8, 2017 By kwmccarthy

Customer service is first an attitude before it is a behavior. Too often we focus on creating excellent customer service skills but we neglect the well-being and perspective of the person delivering it. How a customer is treated makes all the difference to their impression, experience, and promotion—yes, promotion—of your business.

Treat your customers right—first, because it is the right thing to do in a civil society. Second, treat them right because it is really smart business.

Do you have a concerted effort to improve the customer experience? If not, why not?

Customer service would appear to rest mostly on the shoulders of the front-line person interacting with the customer.

But does it really? Long before the customer relationship begins the top leaders of the organization hire the employees, set the standards, make investments, train managers, and create training programs.

The front-line employee is an easy target when things go wrong with customer service complaints. Admittedly, the front-line person does have a high responsibility. The fact is customer service improvement is a joint effort unified and girded by the strength of personal leadership across the entire team.

If your customer service levels have plateaued below your standards, then consider that you might have a systemic problem rather than a people challenge. Look to your business strategy, departmental cooperation, hiring, technology, training, or any number of issues under the purview of the “Customer Service” department.

Customer service skills training may provide a quick fix, but it is rarely a long-term improvement in the customer experience.

Watch this On-Purpose Minute, “Do Good Manners Matter?” about the importance of manners and the Ritz-Carlton approach to serving “ladies and gentlemen.” Having recently stayed at the Ritz-Carlton in Buckhead, GA I can tell you that this approach remains alive and well.

How On-Purpose Partners can help you

If you lead the company, you may need an assessment and recommendation to shift your corporate culture toward customer service excellence. We also offer one-on-one executive coaching as well as training and development programs designed to help your team members become TOP Performers and excellent in their customer service. Email us to arrange an appointment.